EDMGT 714: SEMINAR IN ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT A subject taught in Masteral Classes.

1. EDMGT 714:
SEMINAR IN
ORGANIZATIONAL DEVELOPMENT
AND MANAGEMENT

2. A.COURSE REQUIREMENTS
Attendance 25%
Group Recitation/Participation 25%
*Individual/Shared Activity 25%
**Group Project 25%
***************
100%

3. *SUGGESTED ACTIVITIES
• Posting of Readings/Presentations
**SUGGESTED PROJECTS
• Reaction paper
• Case/Comparative study
• Attend Seminar

4. a) the act or process of organizing; the state
or manner of being organized: a high degree
of organization;
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

5. b) something that has been organized or made
into an ordered whole;
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

6. c) something made up of elements with varied
functions that contribute to the whole and to
collective functions; an organism;
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

7. d) a group of persons organized for a particular
purpose; an association: a benevolent
organization;
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

8. e) a structure through which individuals
cooperate systematically to conduct business;
the administrative personnel of such a structure.
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

9. e) a structure through which individuals
cooperate systematically to conduct business;
the administrative personnel of such a structure.
DEFINITION OF ORGANIZATION
(American Heritage Dictionary of the English Language, 2000)

10. A more informal definition can include
any situation in which two or more
persons are involved in a common pursuit
or objective.

11. Now, as you begin to think about your
experience in our current organization,
quickly jot down some of the positive
and negative experiences you have
encountered. Use two columns, with
the positive in one and the negative in
the other.

12. Organization development is any process or
activity, based on the behavioral sciences, that,
either initially or over the long term, has the
potential to develop in an organizational setting
enhanced knowledge, expertise, productivity,
satisfaction, income, interpersonal relationships,
and other desired outcomes, whether for
personal or group/team gain, or for the benefit
of an organization, community, nation, region,
or, ultimately, the whole of humanity.

13. Egan (2002), using a card-sorting process
identified 10 clusters of dependent
variables (or desired outcomes) contained
in the definitions:

14. ■ Advance organizational renewal
■ Engage organization culture change
■ Enhance profitability and competitiveness
■ Ensure health and well-being of
organizations and employees
■ Facilitate learning and development
■ Improve problem solving
■ Increase effectiveness
■ Initiate and/or manage change
■ Strengthen system and process
improvement
■ Support adaptation to change

16. THE USE OF MODELS IN OD

17. ACTION RESEARCH MODEL (ARM)

18. At the Plan stage, decisions are made about
what might be done to improve the organization
and its processes, using a variety of decision-
making tools.
At the Do stage, those plans are carried out in a
pilot or trial implementation.

19. At the Check stage (W. Edwards Deming, well
known for his leadership in total quality
management, later suggested that Study might
be a better word here), measurements are
taken to determine whether the pilot
implementation did, in fact, result in the
changes desired.

20. At the Act stage, the process, if successful, is
implemented. Whether successful or
unsuccessful, the next stage is to begin the
cycle all over again with a Plan stage. If
successful, the new plans should explore what
more can be done to improve the processes. If
unsuccessful, new data may be gathered to
determine what went wrong, and new plans
are piloted to see whether they will improve
the processes. The emphasis is on continuous
improvement.

21. The ORGANIZATION DEVELOPMENT
PROCESS (ODP) MODEL.
It consists of eight components or
phases with interactivity among the
phases

23. Entry – The first phase is when the experts
(consultants), having done the requisite
marketing, and a person representing the
client organization (or part of an organization)
(“client”) meet to decide whether they will
work together, assess the readiness of the
organization to change, and agree on the
conditions under which they will work
together.

24. Start-up – The next phase occurs after an
agreement has been reached to work
together, and a basic infrastructure (such
as a client team with whom the consultant
will work) is put in place.

25. Assessment and Feedback – This phase is
sometimes called analysis or diagnosis; in
this phase, the consultant and client,
together, determine the organizational
culture, including its strengths and
weaknesses, and give this information to the
organizational members. The assessment
can also focus on a specific area of interest
to the organization that might, because of
its lack of depth, require much less
commitment of time and resources.

26. Action Plan – Based on what was
determined in the previous step, plans
are mutually developed as to how the
organization wishes to move forward, in
terms of both goals and objectives and
how these will be accomplished.

27. Implementation – In this phase, the
plans that were made in the previous
step are implemented; in OD jargon,
this is called an intervention.

28. Evaluation – This phase answers the
question, “How well did our
intervention accomplish the objectives
that were planned?”

29. Adoption – If the evaluation indicates that
the objectives of the intervention were
accomplished, then the change that was
implemented becomes institutionalized;
that is, it becomes a part of the way in
which business is done in the organization.
If the evaluation indicates that desired
objectives were not met, then this phase is
skipped. In both cases, the process begins
all over again.

30. Separation – At some point, the consultant
will withdraw from the intervention
process, having transferred his or her skills
to the client organization (again, whether
the OD professional is internal or external).

31. This may occur because additional change is no
longer a priority to the client organization, or
that it is not ready for the next stage of change.
It may be because OD skills are needed that the
current OD consultant does not possess. It may
be that the consultant has been co-opted by the
organizational culture and is no longer able to
maintain objectivity. For whatever reason,
separation should occur intentionally and not
by just letting it happen.

32. As can be seen by the model illustrated in
Figure 1.4, the ideal, then, is that the process
continues, with or without the consultant’s
involvement, with the objective of continuously
improving the organization, no matter how well
it is doing. Keep in mind the discussion earlier
about the use of a model.

33. It has come to be associated with Cooperrider
(e.g., Cooperrider & Srivastva, 1987). It basically
uses the same steps as the ODP with one major
modification to one of the phases. Instead of
exploring the full range of strengths and
weaknesses of an organization’s culture, the
assessment stage uses a narrative approach to
surface only positive aspects of the
organization’s culture.
Appreciative Inquiry Model

34. Many modifications to the ARM/ODP models
have been proposed, though they consistently
follow the components of the ARM/ODP,
perhaps changing the wording or combining
steps to produce fewer apparent steps.
However, the essence of the model appears to
be unchanged and continues to function as the
normative approach to OD.
Abbreviated Models of ARM/ODP

35. Human process, eg:
• T-groups
• Process consultation
• Team building
• Search conference (a large-scale
intervention)
Planned Change – Types of
Interventions

36. Technostructural, eg:
• Work/Job design
• Quality Circle
• TQM
• Restructuring
Planned Change – Types of
Interventions

37. Human Resource Management, eg:
• Performance Management (employee)
• Employee Wellness
• Reward Systems
• Diversity Management
Planned Change – Types of
Interventions

38. Strategic, eg:
• Organizational Transformation
• Cultural Change
• Self designing organizations
• Strategic management
Planned Change – Types of
Interventions